Josh Kushner

We are very focused on the inputs, not the outputs. Going back to the Andy Golden comment that he made to me, if I said to you right now, Thrive is $15 billion. Our ambition is to be $100 billion in 10 years from now. Bad ambition. It would be the wrong way to think about things.

We are very focused on the inputs, not the outputs. Going back to the Andy Golden comment that he made to me, if I said to you right now, Thrive is $15 billion. Our ambition is to be $100 billion in 10 years from now. Bad ambition. It would be the wrong way to think about things.

My view is we need to focus on what has enabled us to get to where we are today, which is how do we have the highest density of human capital in our industry? How do we create an environment where people feel so empowered to do big, bold, ambitious things? How do we be the most meaningful partner to our founders? How do we be great fiduciaries for our limited partners?

My view is we need to focus on what has enabled us to get to where we are today, which is how do we have the highest density of human capital in our industry? How do we create an environment where people feel so empowered to do big, bold, ambitious things? How do we be the most meaningful partner to our founders? How do we be great fiduciaries for our limited partners?

How do we create the most exceptional culture of transparency and kindness? And then whatever it ends up being, it will be. Of course, we want to partner with the most extraordinary founders who are making the biggest impact in the world. We want to be there by their sides. We want to build some of these companies ourselves. and we want to do it for a very long time.

How do we create the most exceptional culture of transparency and kindness? And then whatever it ends up being, it will be. Of course, we want to partner with the most extraordinary founders who are making the biggest impact in the world. We want to be there by their sides. We want to build some of these companies ourselves. and we want to do it for a very long time.

But I think thinking about the inputs is the right way to approach the problem.

But I think thinking about the inputs is the right way to approach the problem.

Kareem, Nitin, Nori, our chairman, Nabil and I were talking about this last night, which is ultimately as the firm has grown, we've gone from people who are just making music to in some respects being conductors. But our view is the danger that a lot of firms have is that they just focus on conducting.

Kareem, Nitin, Nori, our chairman, Nabil and I were talking about this last night, which is ultimately as the firm has grown, we've gone from people who are just making music to in some respects being conductors. But our view is the danger that a lot of firms have is that they just focus on conducting.

And when you're just focused on conducting, but you're not making any music, you actually shouldn't know what notes sound good and what notes that don't sound good. You shouldn't know who the best violinist is. So as an organization, we've always been very committed, irrespective of the fact that we have to manage the firm and its ambitions.

And when you're just focused on conducting, but you're not making any music, you actually shouldn't know what notes sound good and what notes that don't sound good. You shouldn't know who the best violinist is. So as an organization, we've always been very committed, irrespective of the fact that we have to manage the firm and its ambitions.

We need to spend a disproportionate amount of our time making music. And that's how we do spend our time. You need to do both. You need to lead. But you also need to be focused on getting better at the craft. If you're not focused on getting better at the craft every day, then you become mediocre.

We need to spend a disproportionate amount of our time making music. And that's how we do spend our time. You need to do both. You need to lead. But you also need to be focused on getting better at the craft. If you're not focused on getting better at the craft every day, then you become mediocre.

It's less about the process. It's the intention of the process. So there's obviously different ways in which you can go about learning and But I think the intellectual honesty that goes into the process is something that I have found has benefited us the most to actually develop our own informed points of views and perspectives.

It's less about the process. It's the intention of the process. So there's obviously different ways in which you can go about learning and But I think the intellectual honesty that goes into the process is something that I have found has benefited us the most to actually develop our own informed points of views and perspectives.

So when we're sitting around the table talking about an opportunity, everyone is approaching that conversation with a level of humility and self-awareness that none of us can predict the future. One of the most humbling moments in my career was right after I invested in Instagram, Snap started to grow in a very meaningful way. And Instagram was one of these products where I used it. I loved it.

So when we're sitting around the table talking about an opportunity, everyone is approaching that conversation with a level of humility and self-awareness that none of us can predict the future. One of the most humbling moments in my career was right after I invested in Instagram, Snap started to grow in a very meaningful way. And Instagram was one of these products where I used it. I loved it.

I understood it. The natural expectation was that because I understood one social product, I should understand the other. And I actually didn't get Snap. I didn't appreciate it.

I understood it. The natural expectation was that because I understood one social product, I should understand the other. And I actually didn't get Snap. I didn't appreciate it.